How has measurement benefited a program or project you've worked on or observed?

Australia

At the Australian Department of Defence I led a team that used quantitative and qualitative research about public perception to help target our communication efforts. In a highly complex environment, it's easy to think that research is too difficult and won't yield results. The tendency is to react to situations as they arise rather than to plan in advance.

In our case, however, regular research helped us recognize emerging issues and identify areas for improvement where we could target precious resources. Through effective research-based communication, we were able to support the great work of our men and women in uniform.

As a result, the Defence Force received the highest community support ratings ever recorded in more than 30 years of polling. In December 2001, 80 percent of Australians said they were proud of the Defence Force, up from an average in the mid-60-percent range. That's quite a result in a nation not prone to wearing its heart on its sleeve.

Brian Humphreys

Managing director

Humphreys Communication Group

Canberra, Australia

Denmark

At Novo Nordisk, we realize that managers are a crucial communication channel, so we have installed a portfolio of measurement practices to engage our managers in communications. Whenever we plan major changes, we set measurable targets for communication outcomes. For instance, when we reorganized one of our four business regions, we asked all 2,000 employees in the region if they understood why the changes were made and how the changes would affect their job. The survey results not only showed us where the gaps were, but also gave managers some qualitative direction on how to tailor their follow-up communications.

Likewise, we have recently redesigned our annual employee satisfaction survey to focus more on a local communication climate, including manager communication.

Torben Bundgaard

Project manager

Novo Nordisk

Bagsvaerd, Denmark

United Kingdom

Some things always come in threes--including good measurement.

A large U.K. consultancy's change program meant cutting jobs, introducing new information technology and changing processes--all together. It's tough to do one, let alone three.

The company introduced lots of communication channels. Great, huh? Well, expectations were raised, and these voracious new channels demanded information. Then the project goalposts changed. Anecdotes suggested plummeting morale and blocked information arteries.

To fix this, we needed data and benchmarks. We used one-on-one interviews with local managers, brief questionnaires and a series of focus groups. (It's that number three again.) Analyzing the data gave us the insight to address concerns, fine-tune communications and understand relevant communication channels. Morale rose, and management reports suggested a better-informed, more engaged workforce.

Rob Briggs

Internal communications 

consultant

London

United States 

A client was about to launch a 13-point "strategic priorities" campaign by sending out videocassettes featuring company executives talking. We tested the 13 priorities in focus groups with employees, asking how they interpreted each priority, what questions they had about it, and what concerns the priority raised. Based on what we learned, we condensed the 13 priorities to five, and provided the level of detail and supporting information that employees needed in order to understand and support the priorities.

We also learned that a video-cassette was the wrong way to communicate the campaign. Instead, we had the executives send out an e-mail describing the priorities a few days before a live teleconference with all employees. The executives invited employees to respond with implementation suggestions or questions. The teleconference was broadcast to the company's offices and to specific movie theaters where employees who worked away from company offices convened to listen to the broadcast; they could also interact with executives by faxing in questions and later asking questions live of the executives from their own locations. The research ensured we got the messages and the channel just right.

Angela Sinickas, ABC 

President

Sinickas Communications Inc.

Laguna Woods, California 

what's your perspective?

Question for a future issue: In some countries, it is acceptable for PR practitioners to pay a journalist to write positively about a client. Do you think the notion of paying for media coverage is ethical? Should the culture of a particular country determine whether this is ethical? E-mail your perspective (in 125-150 words) to [e-mail].